Strategy

After establishing stability in the business, our focus has shifted to revenue acceleration and
operational resilience
Top priorities

 de-risking from Microsoft(strong relationship with the top client hamper our growth
prospects with the competing hyper scalers)
 differentiate Mindtree from rivals
 bag bigger deals(Once a company cracks the code of growing an account to $100-
200 million, the ability to replicate that success is high)
 expand into geographies such as Europe
 and build new business verticals(The company’s revenues from travel and hospitality
customers halved, leading to an underperformance)
 Work on persistent problems in delivery, account and programme
management(most large customers have capped the scope of work they give)
 Participating in a client’s digital transformation journey front-end to back-end
 Bundling existing lines into four boxes to take the offerings in a much more focused
manner to clients: customer success, data and intelligence, cloud and enterprise IT
 will stay close to its clients(retailers will quickly adapt to e-commerce and digital
channel)
MindTree’s defense:

 Mindtree’s Buyback Defense

 find a white knight
Benefits to L&T

 derive higher profits from the services business than from EPC
 MindTree was an early embracer of digital technologies like AI & IoT which had
heavy synergies with L&T NxT
 synergies across services verticals and low customer overlap(L&T: banking, financial
services and insurance; Mindtree: hi-tech and media, retail and consumer packaged
goods)
 plug the gaps in LTI’s portfolio and add new large clients
 Strength addition from Mindtree (digital, experience layer and cloud services,
handling the discretionary spending of clients) to LTI (core transformation, enterprise
solutions cloud, analytics, internet of things, cognitive and mobility)